Sentences with phrase «order change demands»

Complex or second - order change demands a clear, shared vision, along with resources sufficient to support its implementation, incentives to ensure ownership throughout the organization, skills so that the desired change can be accomplished and an action plan to focus and direct the initiative.

Not exact matches

Important factors that could cause actual results to differ materially from those reflected in such forward - looking statements and that should be considered in evaluating our outlook include, but are not limited to, the following: 1) our ability to continue to grow our business and execute our growth strategy, including the timing, execution, and profitability of new and maturing programs; 2) our ability to perform our obligations under our new and maturing commercial, business aircraft, and military development programs, and the related recurring production; 3) our ability to accurately estimate and manage performance, cost, and revenue under our contracts, including our ability to achieve certain cost reductions with respect to the B787 program; 4) margin pressures and the potential for additional forward losses on new and maturing programs; 5) our ability to accommodate, and the cost of accommodating, announced increases in the build rates of certain aircraft; 6) the effect on aircraft demand and build rates of changing customer preferences for business aircraft, including the effect of global economic conditions on the business aircraft market and expanding conflicts or political unrest in the Middle East or Asia; 7) customer cancellations or deferrals as a result of global economic uncertainty or otherwise; 8) the effect of economic conditions in the industries and markets in which we operate in the U.S. and globally and any changes therein, including fluctuations in foreign currency exchange rates; 9) the success and timely execution of key milestones such as the receipt of necessary regulatory approvals, including our ability to obtain in a timely fashion any required regulatory or other third party approvals for the consummation of our announced acquisition of Asco, and customer adherence to their announced schedules; 10) our ability to successfully negotiate, or re-negotiate, future pricing under our supply agreements with Boeing and our other customers; 11) our ability to enter into profitable supply arrangements with additional customers; 12) the ability of all parties to satisfy their performance requirements under existing supply contracts with our two major customers, Boeing and Airbus, and other customers, and the risk of nonpayment by such customers; 13) any adverse impact on Boeing's and Airbus» production of aircraft resulting from cancellations, deferrals, or reduced orders by their customers or from labor disputes, domestic or international hostilities, or acts of terrorism; 14) any adverse impact on the demand for air travel or our operations from the outbreak of diseases or epidemic or pandemic outbreaks; 15) our ability to avoid or recover from cyber-based or other security attacks, information technology failures, or other disruptions; 16) returns on pension plan assets and the impact of future discount rate changes on pension obligations; 17) our ability to borrow additional funds or refinance debt, including our ability to obtain the debt to finance the purchase price for our announced acquisition of Asco on favorable terms or at all; 18) competition from commercial aerospace original equipment manufacturers and other aerostructures suppliers; 19) the effect of governmental laws, such as U.S. export control laws and U.S. and foreign anti-bribery laws such as the Foreign Corrupt Practices Act and the United Kingdom Bribery Act, and environmental laws and agency regulations, both in the U.S. and abroad; 20) the effect of changes in tax law, such as the effect of The Tax Cuts and Jobs Act (the «TCJA») that was enacted on December 22, 2017, and changes to the interpretations of or guidance related thereto, and the Company's ability to accurately calculate and estimate the effect of such changes; 21) any reduction in our credit ratings; 22) our dependence on our suppliers, as well as the cost and availability of raw materials and purchased components; 23) our ability to recruit and retain a critical mass of highly - skilled employees and our relationships with the unions representing many of our employees; 24) spending by the U.S. and other governments on defense; 25) the possibility that our cash flows and our credit facility may not be adequate for our additional capital needs or for payment of interest on, and principal of, our indebtedness; 26) our exposure under our revolving credit facility to higher interest payments should interest rates increase substantially; 27) the effectiveness of any interest rate hedging programs; 28) the effectiveness of our internal control over financial reporting; 29) the outcome or impact of ongoing or future litigation, claims, and regulatory actions; 30) exposure to potential product liability and warranty claims; 31) our ability to effectively assess, manage and integrate acquisitions that we pursue, including our ability to successfully integrate the Asco business and generate synergies and other cost savings; 32) our ability to consummate our announced acquisition of Asco in a timely matter while avoiding any unexpected costs, charges, expenses, adverse changes to business relationships and other business disruptions for ourselves and Asco as a result of the acquisition; 33) our ability to continue selling certain receivables through our supplier financing program; 34) the risks of doing business internationally, including fluctuations in foreign current exchange rates, impositions of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other things.

But an order was included that demanded such a report pay «extra consideration to the effects such a policy change may have on the middle class, manufacturing and service sector workers, and foreign direct investment into the United States.»

An unlike a factory where, say, books are made (which is what I used to do), since restaurant orders are unpredictable the demand for components constantly changes.

Important factors that could cause our actual results and financial condition to differ materially from those indicated in the forward - looking statements include, among others, the following: our ability to successfully and profitably market our products and services; the acceptance of our products and services by patients and healthcare providers; our ability to meet demand for our products and services; the willingness of health insurance companies and other payers to cover Cologuard and adequately reimburse us for our performance of the Cologuard test; the amount and nature of competition from other cancer screening and diagnostic products and services; the effects of the adoption, modification or repeal of any healthcare reform law, rule, order, interpretation or policy; the effects of changes in pricing, coverage and reimbursement for our products and services, including without limitation as a result of the Protecting Access to Medicare Act of 2014; recommendations, guidelines and quality metrics issued by various organizations such as the U.S. Preventive Services Task Force, the American Cancer Society, and the National Committee for Quality Assurance regarding cancer screening or our products and services; our ability to successfully develop new products and services; our success establishing and maintaining collaborative, licensing and supplier arrangements; our ability to maintain regulatory approvals and comply with applicable regulations; and the other risks and uncertainties described in the Risk Factors and in Management's Discussion and Analysis of Financial Condition and Results of Operations sections of our most recently filed Annual Report on Form 10 - K and our subsequently filed Quarterly Reports on Form 10 - Q.

These risks include, in no particular order, the following: the trends toward more high - definition, on - demand and anytime, anywhere video will not continue to develop at its current pace or will expire; the possibility that our products will not generate sales that are commensurate with our expectations or that our cost of revenue or operating expenses may exceed our expectations; the mix of products and services sold in various geographies and the effect it has on gross margins; delays or decreases in capital spending in the cable, satellite, telco, broadcast and media industries; customer concentration and consolidation; the impact of general economic conditions on our sales and operations; our ability to develop new and enhanced products in a timely manner and market acceptance of our new or existing products; losses of one or more key customers; risks associated with our international operations; exchange rate fluctuations of the currencies in which we conduct business; risks associated with our CableOS ™ and VOS ™ product solutions; dependence on market acceptance of various types of broadband services, on the adoption of new broadband technologies and on broadband industry trends; inventory management; the lack of timely availability of parts or raw materials necessary to produce our products; the impact of increases in the prices of raw materials and oil; the effect of competition, on both revenue and gross margins; difficulties associated with rapid technological changes in our markets; risks associated with unpredictable sales cycles; our dependence on contract manufacturers and sole or limited source suppliers; and the effect on our business of natural disasters.

Factors that could cause actual results to differ include general business and economic conditions and the state of the solar industry; governmental support for the deployment of solar power; future available supplies of high - purity silicon; demand for end - use products by consumers and inventory levels of such products in the supply chain; changes in demand from significant customers; changes in demand from major markets such as Japan, the U.S., India and China; changes in customer order patterns; changes in product mix; capacity utilization; level of competition; pricing pressure and declines in average selling prices; delays in new product introduction; delays in utility - scale project approval process; delays in utility - scale project construction; delays in the completion of project sales; continued success in technological innovations and delivery of products with the features customers demand; shortage in supply of materials or capacity requirements; availability of financing; exchange rate fluctuations; litigation and other risks as described in the Company's SEC filings, including its annual report on Form 20 - F filed on April 27, 2017.

Factors that could cause actual results to differ include general business and economic conditions and the state of the solar industry; governmental support for the deployment of solar power; future available supplies of high - purity silicon; demand for end - use products by consumers and inventory levels of such products in the supply chain; changes in demand from significant customers; changes in demand from major markets such as Japan, the U.S., India and China; changes in customer order patterns; changes in product mix; capacity utilization; level of competition; pricing pressure and declines in average selling prices; delays in new product introduction; delays in utility - scale project approval process; delays in utility - scale project construction; continued success in technological innovations and delivery of products with the features customers demand; shortage in supply of materials or capacity requirements; availability of financing; exchange rate fluctuations; litigation and other risks as described in the Company's SEC filings, including its annual report on Form 20 - F filed on April 20, 2016.

Factors that could cause actual results to differ include general business and economic conditions and the state of the solar industry; governmental support for the deployment of solar power; future available supplies of high - purity silicon; demand for end - use products by consumers and inventory levels of such products in the supply chain; changes in demand from significant customers; changes in demand from major markets such as Japan, the U.S., India and China; changes in customer order patterns; changes in product mix; capacity utilization; level of competition; pricing pressure and declines in average selling prices; delays in new product introduction; delays in utility - scale project approval process; delays in utility - scale project construction; cancelation of utility - scale feed - in - tariff contracts in Japan; continued success in technological innovations and delivery of products with the features customers demand; shortage in supply of materials or capacity requirements; availability of financing; exchange rate fluctuations; litigation and other risks as described in the Company's SEC filings, including its annual report on Form 20 - F filed on April 27, 2017.

In order to serve existing demand in Eastern Canada with Western Canadian crude, you would need significant changes in infrastructure, including the addition of new pipelines.

Yet the protest is ultimately one against any notion of a moral order, that there is an established way of being which demands a change in my behaviour, and that without such a change I am somehow less than I should be, that I ambecoming less than what I am made to be.

But now if the individual, yes, if you, my listener, and I must admit to ourselves that we were far from living in this way, far from that purity of heart which truthfully wills but one thing; must admit to ourselves that the questions demanded an answer, and yet in another sense, in order to avoid any deception, did not require an answer, in that they were, if anything, charges against ourselves which in spite of the form of the question changed themselves into an accusation: then should the individual, and you, my listener, and I join together in saying, «Indeed our life is like that of most others»?

I hope the Vatican disbands all the radical feminist orders who are «demanding» the Church change its laws and rules.

On the other hand the pastoral counselor may tend toward harsh censoriousness or excessive roughness, trying to coerce change in others, forgetting kindness, and resorting to tactics of fear in order to force behavioral change on demand.

Upper Lakes Foods continues to invest in its staff and other resources in order to meet the demands of a growing and changing retail market.

The ordering process utilises several elements: the current sales over the last four to six weeks, the sales trend over the last few months, the comparable sales trends from the previous year and any customer forecasts or anticipated changes in demand noted by a change in season.

The growing increase in demand for sweet potatoes has major producers making changes in many directions in order to keep up the stride to meet those demands.

Operators are facing four big areas of challenge that Technomic sees as transformative, bound to drive changes in how operators approach business: 1) coping with supply chain challenges, including driver shortages; 2) meeting consumer demand for «food with integrity»; 3) dealing with «regulation nation» where industry - disrupting changes may include a higher minimum wage; and 4) incorporating innovations into operations, including new delivery models, variable pricing, self - ordering systems, and robotics.

Over the last two years, scientists from the United States, the United Kingdom, and Sweden have examined projections and current data to identify ways in which the dairy industry may respond to challenges such as population growth, urbanisation, and climate change, in order to meet increased demand for dairy products over the next half century.

Time for some brutal honesty... this team, as it stands, is in no better position to compete next season than they were 12 months ago, minus the fact that some fans have been easily snowed by the acquisition of Lacazette, the free transfer LB and the release of Sanogo... if you look at the facts carefully you will see a team that still has far more questions than answers... to better show what I mean by this statement I will briefly discuss the current state of affairs on a position - by - position basis... in goal we have 4 potential candidates, but in reality we have only 1 option with any real future and somehow he's the only one we have actively tried to get rid of for years because he and his father were a little too involved on social media and he got caught smoking (funny how people still defend Wiltshire under the same and far worse circumstances)... you would think we would want to keep any goaltender that Juventus had interest in, as they seem to have a pretty good history when it comes to that position... as far as the defenders on our current roster there are only a few individuals whom have the skill and / or youth worthy of our time and / or investment, as such we should get rid of anyone who doesn't meet those simple requirements, which means we should get rid of DeBouchy, Gibbs, Gabriel, Mertz and loan out Chambers to see if last seasons foray with Middlesborough was an anomaly or a prediction of things to come... some fans have lamented wildly about the return of Mertz to the starting lineup due to his FA Cup performance but these sort of pie in the sky meanderings are indicative of what's wrong with this club and it's wishy - washy fan - base... in addition to these moves the club should aggressively pursue the acquisition of dominant and mobile CB to stabilize an all too fragile defensive group that has self - destructed on numerous occasions over the past 5 seasons... moving forward and building on our need to re-establish our once dominant presence throughout the middle of the park we need to target a CDM then do whatever it takes to get that player into the fold without any of the usual nickel and diming we have become famous for (this kind of ruthless haggling has cost us numerous special players and certainly can't help make the player in question feel good about the way their future potential employer feels about them)... in order for us to become dominant again we need to be strong up the middle again from Goalkeeper to CB to DM to ACM to striker, like we did in our most glorious years before and during Wenger's reign... with this in mind, if we want Ozil to be that dominant attacking midfielder we can't keep leaving him exposed to constant ridicule about his lack of defensive prowess and provide him with the proper players in the final third... he was never a good defensive player in Real or with the German National squad and they certainly didn't suffer as a result of his presence on the pitch... as for the rest of the midfield the blame falls squarely in the hands of Wenger and Gazidis, the fact that Ramsey, Ox, Sanchez and even Ozil were allowed to regularly start when none of the aforementioned had more than a year left under contract is criminal for a club of this size and financial might... the fact that we could find money for Walcott and Xhaka, who weren't even guaranteed starters, means that our whole business model needs a complete overhaul... for me it's time to get rid of some serious deadweight, even if it means selling them below what you believe their market value is just to simply right this ship and change the stagnant culture that currently exists... this means saying goodbye to Wiltshire, Elneny, Carzola, Walcott and Ramsey... everyone, minus Elneny, have spent just as much time on the training table as on the field of play, which would be manageable if they weren't so inconsistent from a performance standpoint (excluding Carzola, who is like the recent version of Rosicky — too bad, both will be deeply missed)... in their places we need to bring in some proven performers with no history of injuries... up front, although I do like the possibilities that a player like Lacazette presents, the fact that we had to wait so many years to acquire some true quality at the striker position falls once again squarely at the feet of Wenger... this issue highlights the ultimate scam being perpetrated by this club since the arrival of Kroenke: pretend your a small market club when it comes to making purchases but milk your fans like a big market club when it comes to ticket prices and merchandising... I believe the reason why Wenger hasn't pursued someone of Henry's quality, minus a fairly inexpensive RVP, was that he knew that they would demand players of a similar ilk to be brought on board and that wasn't possible when the business model was that of a «selling» club... does it really make sense that we could only make a cheeky bid for Suarez, or that we couldn't get Higuain over the line when he was being offered up for half the price he eventually went to Juve for, or that we've only paid any interest to strikers who were clearly not going to press their current teams to let them go to Arsenal like Benzema or Cavani... just part of the facade that finally came crashing down when Sanchez finally called their bluff... the fact remains that no one wants to win more than Sanchez, including Wenger, and although I don't agree with everything that he has done off the field, I would much rather have Alexis front and center than a manager who has clearly bought into the Kroenke model in large part due to the fact that his enormous ego suggests that only he could accomplish great things without breaking the bank... unfortunately that isn't possible anymore as the game has changed quite dramatically in the last 15 years, which has left a largely complacent and complicit Wenger on the outside looking in... so don't blame those players who demanded more and were left wanting... don't blame those fans who have tried desperately to raise awareness for several years when cracks began to appear... place the blame at the feet of those who were well aware all along of the potential pitfalls of just such a plan but continued to follow it even when it was no longer a financial necessity, like it ever really was...

While Arsenal supporters demand changes at the Emirates this summer in order to be realistic challengers for the title next season, Leeds supporters are hoping they too can look forward to a new challenge next season and take...

Since hormonal changes in a woman's body help suppress menses while breastfeeding, it is important to breastfeed on demand, night and day, in order to rely on LAM as an effective method of contraception.

Taper off by no more than one feeding every few weeks in order to give your baby adequate time to get used to the change and allow your breasts to adjust to the decreased demand.

Consequently, these times demand a change in leadership in order for the people's work to move forward free of distraction and the stink of scandal.»

Due to experimental constraints caused by the presence of chamber walls, the change in growth rate that had to be measured was of the order 1 %, which poses a high demand on stability during the experiments, and experiments were repeated up to 100 times in order to obtain a good signal relative to unwanted fluctuations.

The statistics are to a great extent developed in order to cover the demands in the reporting to the protocols under the Convention on Climate Change (UNFCCC).

Other moms arrange for their night nannies to wake them up in order to breastfeed on demand, but then hand the infants back to the nanny for changing and swaddling.

It also details the controversy surrounding the film's depiction of lesbian and bisexual characters, which involved a conference demanding the majority of the narrative be changed in addition to protests / rallies as well as a restraining order enforced by police guarding the movie set that led to mass arrests.

The Common Core seems to represent «a change for the better» when it comes to «higher order cognitive demand» but the «answer is less clear» when it comes to topics.

Every tool demands that we somehow change our environment or values in order to accommodate its use.

Political scientist Samuel Huntington argued in his 1968 book, Political Order in Changing Societies, that in societies that experience rapid progress quickly, citizens» demand for quality public services grows at a faster rate than the government's capacity to satisfy the expectations.

Since the members of the illegal Board of Education refused to do their jobs, Bridgeport residents should step in and demand that Vallas explain the following: (1) What factors did he use to decide that the cut in out of district placements should be 20 %, (2) how many Bridgeport students will be impacted by this cut, (3) how many IEPs have been changed to remove the out - of - district placements that had previously been ordered, and (4) how many children have been moved back into the school system to date.

In order to improve teaching and learning in the United States and keep up with changing demands on students, teachers, and schools, policymakers and education officials must make systemic changes to all aspects of the teaching profession: recruiting; training; developing; retaining; and supporting teachers with effective leaders and professional learning environments.

We demand that NYS change its education laws so teachers can return to the practice of seeing their students as human beings who are so much more than a test score or a robot that must adhere to absurd requirements under the Danielson Rubric in order for their teacher to be judged «effective» or «highly effective.»

2014 Ram 1500 Big Horn ** One Owner **, ** Free Oil Changes **, ** Non-Smoker **, ** Four Wheel Drive **, ** NON-SMOKER **, ** HEATED MIRRORS **, ** KEYLESS ENTRY **, ** REAR BACKUP CAMERA **, ** REAR BACKUP SENSORS **, ** REMOTE START **, ** RUNNING BOARDS **, ** SIRIUS / XM SATELLITE RADIO **, ** TOW PACKAGE **, ** AWD / 4X4 / ALL WHEEL DRIVE / 4WD **, ** USB **, Ash Tray Lamp, Auto Dim Exterior Mirror, Auto - Dimming Exterior Passenger Mirror, Bighorn Badge, Bright / Bright Billets Grille, Class IV Receiver Hitch, Electric Shift - On - Demand Transfer Case, Electroluminescent Instrument Cluster, Exterior Mirrors Courtesy Lamps, Exterior Mirrors w / Supplemental Signals, Fog Lamps, Glove Box Lamp, Leather Wrapped Steering Wheel, Luxury Group, Overhead Console w / Garage Dr Opener, Power Folding Mirrors, Power Heated Fold - Away Mirrors, Quick Order Package 28Z Big Horn, Rear Dome w / On / Off Switch Lamp, Rear - View Auto - Dimming Mirror w / Microphone, Steering Wheel Mounted Audio Controls, Sun Visors w / Illuminated Vanity Mirrors, Underhood Lamp, Universal Garage Door Opener.

Risks and uncertainties include without limitation the effect of competitive and economic factors, and the Company's reaction to those factors, on consumer and business buying decisions with respect to the Company's products; continued competitive pressures in the marketplace; the ability of the Company to deliver to the marketplace and stimulate customer demand for new programs, products, and technological innovations on a timely basis; the effect that product introductions and transitions, changes in product pricing or mix, and / or increases in component costs could have on the Company's gross margin; the inventory risk associated with the Company's need to order or commit to order product components in advance of customer orders; the continued availability on acceptable terms, or at all, of certain components and services essential to the Company's business currently obtained by the Company from sole or limited sources; the effect that the Company's dependency on manufacturing and logistics services provided by third parties may have on the quality, quantity or cost of products manufactured or services rendered; risks associated with the Company's international operations; the Company's reliance on third - party intellectual property and digital content; the potential impact of a finding that the Company has infringed on the intellectual property rights of others; the Company's dependency on the performance of distributors, carriers and other resellers of the Company's products; the effect that product and service quality problems could have on the Company's sales and operating profits; the continued service and availability of key executives and employees; war, terrorism, public health issues, natural disasters, and other circumstances that could disrupt supply, delivery, or demand of products; and unfavorable results of other legal proceedings.

Adobe has announced that its latest update to the Flash runtime in 10.2 will be included with the RIM PlayBook tablet as well as Android 3.0, with the bulk of the changes centering around its new Stage Video hardware acceleration for Flash video in order to reduce processor and memory demands.

Our pool of skilled experts allow you to demand changes during or even after the delivery of your order.

In the process, it is changing the composition of its own balance sheet (at least for a little while) in order to induce more liquidity into the mortgage markets, while offering out T - bills that are in hot demand.

However, in the 22 years since All Pets Considered opened, the company has made some adjustments in order to meet changing consumer demands.

I also find that it's very useful to give face - to - face feedback to the hotel manager in order to try change perceptions and make the travel industry aware of travellers» demands.

Their target audience is constantly changing, just as they have to in order to keep up with the demand of what gamers want from them.

Things have exponentially changed in just the last two years to the point where I now only recommend that my clients use POD (print on demand) digital presses to produce their titles, printing them as they are ordered.

Efficient carbon sequestration in agricultural soils demands a permanent management change and implementation concepts adjusted to local soil, climate and management features in order to allow selection of areas with high carbon sequestering potential.

Putting serious public - private investment money on the table — somewhere on the order of $ 1.5 trillion between the U.S. and Europe over 10 years — would change the equation, since China would stand to benefit from a massive rise in demand for clean technologies like solar, which it may dominate.

In the face of Donald Trump's cabinet nomination of Scott Pruitt, an AG who was part of the backlash against the racketeering persecution of «climate deniers», is Shabecoff actually blissfully unaware that in the legal action he's demanding, the accusation would be cross examined in order to determine whether people accused of denying climate change and deliberately spreading lies and misinformation for the purpose of criminally blocking meaningful action... actually undertook exactly that action??

In order to achieve an overall reduction in CO2 from the industry, «behaviour change will be necessary to reduce demand for air - travel», it says.

The UK's Committee on Climate Change says that national growth in aviation demand must be limited to 60 % in order to meet the government's target of keeping emissions in 2050 at 2005 levels.

It warns that energy companies must avoid projects that would generate 156 billion tons of carbon dioxide (156Gt CO2), in order to be consistent with the carbon budget in the International Energy Agency's 450 demand scenario, which sets out an energy pathway with a 50 % chance of meeting the UN 2 ⁰ C climate change target.

After the spill, PHMSA issued a corrective action order that admits «a change in the direction of flow can affect the hydraulic and stress demands on the pipeline.»